“干線”：濱水區(qū)改造

"Te Dryline": Reclaiming the Waterfront

3 具有保護(hù)性的“大地臺” 為社會交際創(chuàng)造了空間/The protective BIG Bench creates unique spaces for socializing.

4 “干線”的3個組成部分：“大地臺”“蓄電池”及“坡臺”/The three components the make up the Dryline: BIG Bench, Battery, and Berm

除單純使用堤壩圍護(hù)外，還可以采取什么措施來保護(hù)一座海濱城市免遭洶涌洪水的侵襲？“干線”的設(shè)計不僅能夠起到防洪作用，而且還可改善紐約市曼哈頓下城區(qū)人們的日常生活。

歷史上，北美遭受颶風(fēng)襲擊的地方主要有美國墨西哥灣沿岸各州以及北卡羅萊納州。而如今，颶風(fēng)卻頻繁光顧美國東北部沿海地區(qū)。2012年10月29日，超級颶風(fēng)桑迪給紐約市造成了巨大損失。在百年光景里，紐約首次出現(xiàn)了眾多地鐵隧道被洪水淹沒，數(shù)百萬人數(shù)日無電可用以及公共機(jī)構(gòu)關(guān)閉的景象。這次災(zāi)難導(dǎo)致紐約50人喪生。繼2005年卡特里娜颶風(fēng)肆虐新奧爾良之后，這是美國歷史上為自然災(zāi)害付出的第二昂貴的代價。聯(lián)邦政府在桑迪颶風(fēng)后提供了500億美元緊急救助款，其中，10%用于防范措施的實施。為了使這筆救助款在東北部各州發(fā)揮最大效用，美國住房和城市發(fā)展部在洛克菲勒基金會等私人基金會的支持下，于2013年舉辦了一場名為“由設(shè)計重建”的競賽，旨在征集防洪創(chuàng)意。BIG就是此次創(chuàng)意大賽中的一個獲獎團(tuán)隊。BIG團(tuán)隊成員由來自美國和荷蘭的各領(lǐng)域?qū)＜乙约癇IG在紐約市的政府合伙人和授權(quán)人組成。這個因比賽而成立的團(tuán)隊由丹麥哥本哈根比亞克·因格爾斯集團(tuán)（BIG）紐約辦公室牽頭。BIG合伙人凱-

設(shè)計團(tuán)隊/Design Team:

Kai-Uwe Bergmann, Bjarke Ingels/BIG – Bjarke Ingels Group; Matthijs Bouw/One Architecture; Thomas Christoffersen, Daniel Kidd, Jeremy Siegel/ BIG – Bjarke Ingels Group; Laura Starr, Stephen Whitehouse, Andrea Parker, Melon Wedick/Starr Whitehouse Landscape Architects and Planners;烏維·伯格曼負(fù)責(zé)比賽的報名事宜，而來自阿姆斯特丹One 建筑事務(wù)所的馬泰斯·鮑則負(fù)責(zé)強(qiáng)化BIG的團(tuán)隊建設(shè)。

最終，評審團(tuán)向10個獲獎團(tuán)隊頒發(fā)了獎勵，用于將他們的創(chuàng)意開發(fā)成商業(yè)案。每個團(tuán)隊負(fù)責(zé)自己所屬的海岸地帶。BIG團(tuán)隊以曼哈頓防護(hù)體系設(shè)想獲勝，在該體系中，BIG計劃對持續(xù)延綿16km的低洼地帶（從西54街至巴特里公園和東40街）實施保護(hù)。海濱物業(yè)屬于紐約州紐約市，在較小程度上而言，屬于私人實體。為了制定方案，BIG團(tuán)隊開始自己著手熟悉行政區(qū)劃，并與各公民團(tuán)體的代表進(jìn)行交流。同時，BIG團(tuán)隊還特別注重與眾多利益相關(guān)團(tuán)體進(jìn)行溝通。為此，BIG團(tuán)隊舉辦了超過20場研討會，向公眾解釋此次項目。此外，還與超過30個社區(qū)團(tuán)體、機(jī)構(gòu)和文化協(xié)會保持對話。由于下東城居住的大多是移民，因此，在一些研討會上還采用了西班牙語或漢語同聲傳譯。當(dāng)?shù)鼐用褚册槍ψ约鹤钕胫赖纳鐓^(qū)問題進(jìn)行了提問。

16km長的海濱設(shè)計方案歷時超過了3個月。在該方案中，根據(jù)當(dāng)?shù)匦枨蠛臀锢憝h(huán)境，結(jié)合城市和社區(qū)特點量身定制了多種介入措施。多種基本元素得到了運用，其中，采用了一種被稱為“大地臺”（BIG Bench）的體系。該體系由多種形狀的混凝土James Lima/James Lima Planning + Development; Steven Baumgartner/Buro Happold Engineering; Byron Stigge/Level Agency for Infrastructure; Ivo de Jeu/One Architecture; Christina Kaunzinger/Green Shield Ecology; Edgar J. Westerhof/ARCADIS; Daniel Payne/AEA Consulting; Prem Krishnamurthy/Project Projects構(gòu)件組成。這些構(gòu)件不僅形成了防洪屏障，而且由于其特殊的形狀，還可用作長凳、種植園、操場座椅、自行車棚或滑板坡道。第二個主要元素是護(hù)堤，可修建在空間充裕的地方。這些護(hù)堤不但可以作為綠化帶，還可用來減弱羅斯福高速路（沿東河延伸）的交通噪聲。高架路下荒蕪的剩余空間，可通過增建公共建筑進(jìn)行改造?？稍谶@里修建市場和展覽館，甚至體育場館。在緊急情況下，防風(fēng)雨蓋板落下并鎖定，從而起到雙重防洪的作用。同時，整個19km（12英里）長的海濱區(qū)段可通過修建連續(xù)的自行車道強(qiáng)化其功能。

BIG團(tuán)隊在繼續(xù)從事該項目相關(guān)工作的同時，還與紐約市恢復(fù)與重建市長辦公室共同決定優(yōu)先開發(fā)下東城。BIG團(tuán)隊為該項目做了許多無償工作，并且還針對曼哈頓南端的巴特里公園和雙橋區(qū)制定了方案。就這樣，總長約20km的海濱區(qū)的防護(hù)措施得以成形。

目前，正在重新設(shè)計紐約市海濱區(qū)實施項目的詳細(xì)規(guī)劃。最初，下東城項目預(yù)計將于2017年開始，并于2020年竣工。隨著時間的推移，曼哈頓的人們將慢慢重新迎回這片水域和海濱區(qū)。

迄今為止，紐約市還沒有綜合性防洪規(guī)劃，這將使紐約以另一種方式引領(lǐng)世界潮流。

5 “大地臺”防洪設(shè)施的設(shè)計宗旨是像街道設(shè)施一樣吸引人、有趣且實用/BIG Bench flood protection is designed as if it were street furniture: attractive, fun, practical.

6 一系列抗洪帶和防洪設(shè)施的連續(xù)設(shè)立，使廢棄的地下通道變?yōu)楣部臻g/Abandoned underpass becomes public space, activated by a continuous band of flood defense/amenities.

How can a coastal city be protected against surging floodwater without simply surrounding it with a dyke? “The Dryline” is designed to provide flood prevention and enhance daily life on Lower Manhattan in New York City.

North American hurricanes, which have historically hit mainly the US Gulf Coast states and North Carolina, are now reaching the northeast seaboard of the United States with increasing frequency. On October 29, 2012 Superstorm Sandy caused enormous damage to New York City: For the first time in over a hundred years, many subway tunnels were flooded, millions of people were without power for days, and public institutions remained closed. The disaster claimed 50 lives in the State of New York. This natural disaster was the second most costly in the history of the United States – following Hurricane Katrina, which wreaked havoc in New Orleans in 2005. Te federal government provided USD 50 billion dollars in emergency relief in Sandy’s aftermath. Ten percent of it was earmarked for preventive measures. To use this money to best effect in the northeastern states, the United States Department of Housing and Urban Development, with the support of private foundations such as the Rockefeller Foundation, conducted a competition in 2013: “Rebuild by Design” was held to collect innovative ideas for flood protection. Among the winners of the ideas competition was the BIG Team, comprising various experts from the USA and the Netherlands and their governmental partner and grantee, the City of New York. The team put together for the competition was headed by the New York office of the Danish Bjarke Ingels Group (BIG), which is also based in Copenhagen. BIG Partner Kai-Uwe Bergmann worked on the competition entry, and Matthijs Bouw from One Architecture in Amsterdam reinforced the BIG Team.

7“坡臺”增加了需求量大的公園空間并且改善了連接性；現(xiàn)存的高速公路阻擋了步行交通，（圖中左至右）現(xiàn)狀、規(guī)劃一期以及完成后效果/The Berm increases muchneeded park space and connectivity; the highways now hinder pedestrian access.（From left to right）Existing, Phase 1, Completed

The jury ultimately paid for each of the ten teams to develop their idea into a business case. Each team handled its own piece of shoreline; the BIG Team won with a vision for Manhattan, a protective system for ten continuous miles of lowlying geography stretching from West 54th Street South to the Battery and up to East 40th Street. Te waterfront properties are owned by the City of New York, the State of New York, and, to a lesser extent, private entities. To develop its proposal, the BIG Team familiarized itself with the political boundaries and interacted with representatives of the various citizen groups. Special attention was given to communication with the many stakeholder groups: Over 20 workshops were held, in which the BIG Team explained the project to the public. Dialog was maintained with over 30 neighborhood groups, institutions, and cultural associations. Because the Lower East Side is home to many immigrants, simultaneous translators for Spanish or Chinese were used at some of the workshops. The locals were also asked what they miss the most in their neighborhood.

The design proposal for ten miles of waterfront was developed over a period of about three months. A number of interventions were planned in conjunction with the city and the community, always tailored to the local needs and physical circumstances. Several basic elements were employed. A system of variously shaped concrete elements is called "big bench." These form water barriers while also, depending on the particular form, serving as benches, planters, playground seating, bike shelters, or skateboard ramps. The second major element is dykes, which can be built up where space allows. Tese also serve as green areas and attenuate traffic noise emitted from FDR Drive, the freeway along the East River. Bleak leftover spaces beneath elevated roadways could be transformed by adding public pavilions. Here, market stands, exhibitions, and event venues can be set up. In the event of an emergency, the storm shutters can be rolled down and locked, and the dual function of flood containment comes into play. Also, the entire twelve-kilometer stretch of waterfront could be enhanced with a continuous bicycle path.

While the BIG Team was working on the project, it was decided together with the New York City Mayor’s Office of Recovery and Resiliency that the Lower East Side would be given priority. The team invested much unpaid work in the project, and also presented proposals for Battery Park at the southern tip of Manhattan and for the Two Bridges District. Thus, measures for a total of some 20 kilometers of waterfront were developed.

The plans for redesigning the waterfront are now being developed in detail by the City of New York in preparation for project implementation. Te initial measures in the Lower East Side are expected to start by 2017 and be completed by 2020. Over time, the people of Manhattan will gradually win back the water and the shoreline.

New York City, which until now has not had a comprehensive plan for flood protection, is about to become a global trendsetter in yet another way.

問：這個國際性團(tuán)隊是如何組建在一起的？

凱-烏維·伯格曼：美國政府官員訪問荷蘭時，對荷蘭的防洪經(jīng)驗留下了非常深刻的印象。就防洪經(jīng)驗而言，荷蘭絕對是最好的，畢竟他們擁有幾個世紀(jì)的經(jīng)驗。之后，美國官員從荷蘭聘用了漢克·歐文科來主持此次“由設(shè)計重建”大賽。

馬泰斯·鮑：他以前是荷蘭空間規(guī)劃與水務(wù)司司長。我的工作室承接過許多政府合同，因此，跟他很熟。就是這樣，我知道了此次大賽的消息。

伯格曼：在桑迪發(fā)生后不久，我與馬泰斯·鮑曾一起討論過歐洲人會采取什么樣的措施來應(yīng)對這個問題。就是他告訴我們這次大賽的，他還安排我們與BIG合作。

鮑：當(dāng)時，在大賽發(fā)布后，顯然，BIG應(yīng)充當(dāng)起領(lǐng)導(dǎo)者的角色，畢竟，他們的辦公室設(shè)在紐約。

伯格曼：我們必須確保我們的項目是切實可行的。為此，我們在項目團(tuán)隊中增加了經(jīng)濟(jì)學(xué)家和環(huán)境科學(xué)家成員。最終，我們組建成了一支可提供可靠商業(yè)方案的團(tuán)隊。

問：大賽的任務(wù)書的要求是什么？

鮑：這次大賽是公開的，但規(guī)則卻與普通大賽不同。通常情況下，大賽會闡明問題，然后由各個團(tuán)隊提出解決方案。但是，這次大賽的問題卻是如何定義問題本身。任務(wù)書中僅僅要求：提供可以讓洪水區(qū)更安全的建議。

問：應(yīng)該如何開始著手處理如此龐雜的任務(wù)呢？

鮑：我們通常會從討論和構(gòu)思開始，然后再以可視化的形式通過草圖呈現(xiàn)。

8 “干線”項目將在2017年開始施工，使曼哈頓免于洪水災(zāi)害的侵襲，并提供更多的公共空間/Construction will start in 2017 on the Dryline project that will protect Manhattan from catastrophic flooding and also create public spaces.

伯格曼：我們通過信息采集形成構(gòu)思。我們會對地形地貌進(jìn)行分析，并對動態(tài)水位與地勢之間的關(guān)系進(jìn)行研究。我們還發(fā)現(xiàn)我們需要一個好的項目管理流程；我們必須尋求一種方式，以應(yīng)對眾多本地民眾團(tuán)體。當(dāng)我們將各種因素組合在一起之后就意識到：如果我們將海岸線做分段處理，那么我們就可以將所有的元素整合在一起。這就是我們提出彈性區(qū)域劃分概念的由來。與此類似的是船只上的浮筒系統(tǒng)。

鮑：我們不僅僅會對水體情況進(jìn)行考察，我們也會問自己：曼哈頓的人們需要什么？我們的水資源管理措施是否可以與其他問題的解決措施相結(jié)合使用？

問：這種方法是否會讓事情變得異常艱難？

伯格曼：溝通是一種很重要的工具！如果我們想推出一種新的規(guī)劃，我們就需要人們的支持。如果我們能夠給他們想要的東西，我們就能贏得他們的支持。

鮑：溝通方式和“社會基礎(chǔ)設(shè)施”是BIG的核心內(nèi)容。人們在研討會上的反應(yīng)表明，有特別的事將要發(fā)生了。

問：市民們是否表明了他們最想要的是什么，最希望的是什么？

鮑：當(dāng)你給人們提供表達(dá)意見的機(jī)會時，他們就會給你清晰的反饋。我們最常見聽見的抱怨是，購物場所和社區(qū)空間欠缺或不喜歡戶外公共區(qū)域。通常，人們還會對一些問題表現(xiàn)出擔(dān)憂，尤其是東城的人們，他們非常清楚海濱區(qū)域?qū)λ麄儊碚f意味著什么。他們非常擔(dān)心變化，希望能夠保證他們的景致或通往海邊的道路不被阻斷。

問：該項目是否遭遇了很多阻力？

伯格曼：大部分人都是持肯定態(tài)度的。但無可避免的是總會遇到鄰避癥候群（NIMBYs）的問題，人們會說“不要建在我家后院”。但是，你也必須明白，任誰都不會高興屬于自己的景致被犧牲掉。隨著保險公司提出將底層公寓轉(zhuǎn)移到較高樓層以應(yīng)對洪水風(fēng)險的建議，這個問題得到了些許緩和。

9 新的市政設(shè)施增加了公共空間/New urban civic amenities add public space

問：你們是如何做到與這么多人討論各種不同的觀點的？

伯格曼：我們采用了效果圖和物理模型，這就使討論變得更容易了。我們告訴參與者：就像玩樂高一樣，通過模型我們有可能會形成各種不同的組合。

問：但你們?nèi)绾未_保這些設(shè)想是可行的？

伯格曼：我們進(jìn)行了詳細(xì)的可行性研究，以此來確定成本。我們面臨的核心問題是：預(yù)算是否能夠支撐我們實現(xiàn)全部設(shè)想或者我們是否需要縮減項目范圍？這也就是為什么我們的海濱重建和建立彈性區(qū)的設(shè)想如此重要的原因。我們可以分階段投資。

問：曼哈頓海濱區(qū)域的建筑如此密集，你們到哪里去尋找修建堤壩的空間？請舉個例子。

鮑：這是我們所面臨的又一大難題，因為這個地方的可用空間確實非常少。不過，我們決定只對現(xiàn)階段可用的土地進(jìn)行規(guī)劃。如果未來10年或更久以后法定界限發(fā)生變化，人們就可以重新評估。我們力圖通過一切手段來對未來趨勢做出預(yù)測。

問：為什么你們?nèi)绱俗孕拍軌颢@得后續(xù)資金？

伯格曼：曾經(jīng)，中央公園也僅僅是一個設(shè)想而已。而現(xiàn)在，它已享譽全世界。這為我們努力改變這座城市提供了信念和樂觀精神。

問：但是，這也將是一筆不菲的代價。

伯格曼：然而，與一場颶風(fēng)所造成的損失相比，這個代價并不算昂貴。在遭受洪災(zāi)的金融區(qū)，許多建筑擁有者正在自己修建堤壩。顯然，集體性項目所能夠獲得的效果會更好。此外，如果我們的地區(qū)在下一次暴風(fēng)雨中表現(xiàn)得更好，那么保險企業(yè)將會向其他地區(qū)施壓，讓他們采取類似的措施。

10 重新規(guī)劃：高速公路下方的黑暗空間將被轉(zhuǎn)變?yōu)槌鞘兄械纳鐓^(qū)空間/Reprogramming: Dark spaces below highways are turned into urban community areas.

Q: How did this international team come together?

Kai-Uwe Bergmann (KB): US government officials visited the Netherlands and were very impressed by the country's experience in flood prevention. Te Dutch are simply the best when it comes to flood protection – they have centuries of experience. The officials then hired Henk Ovink from the Netherlands to lead the "Rebuild by Design" competition.

Matthijs Bouw (MB): He was formerly director general of spatial planning and water affairs. Because my office has worked on many government contracts, I know him well, and that's how I found out about the competition. KB: Shortly after Sandy, Matthijs Bouw and I were talking about how the Europeans know how to tackle such problems jointly. He told us about the competition – and arranged collaboration with BIG.

MB: Ten, when the competition was launched, it was clear that BIG should take the leading role – after all, their office is in New York.

KB: We had to make sure that our project would genuinely be viable. Tat's why we added an economist and an environmental scientist to our project team. We put together a team that could present a credible business case.

Q: What did the competition brief call for?

MB: The competition was open, but it was not formulated in the usual way. Normally in a competition a problem is stated, and the teams then propose their solution. But here the problem was to define the problem itself. The brief merely stated: Propose something to make the flood zone safer.

Q: How does one go about tackling such an enormous task?

MB: We always start by discussing and developing ideas, visualizing things with sketches.

KB: Ideas begin to take form through the information one gathers. We analyzed the topography and studied the relationship between the dynamic water level and the terrain. We also knew we needed a good process to manage the project; we had to find a way to deal with the many local citizen groups. We put these elements together and realized: If we organize the shoreline in sections, we can combine everything. Tis was the germ of our concept of compartmentalization into resiliency districts. The analogy for this is the system of float chambers in a ship.

11 BIG建筑事務(wù)所設(shè)計的可作為防洪屏障的大型沿海城市公園/A coastal protection barrier in the form of a huge city park designed by BIG

MB: We not only looked at the water situation, we also asked ourselves: What else do the people of Manhattan need? Can we combine our water management measures with solutions to other problems?

Q: Doesn't such an approach make things incredibly difficult?

KB: Communication is an important tool! We want to launch a new development and we need the support of the people. If we can give them something they want, we can win their support.

Matthijs Bouw: Te communicative approach and the idea of "social infrastructure" are part of the very DNA of BIG. Te reactions at the workshops showed us that something special could happen.

Q: What did the citizens say they were missing the most–what were their wishes?

MB: People give you very clear information when you give them a chance to express their opinion. Te most common complaint was that they lacked shopping opportunities and community space – or that they didn't like the outdoor public areas. Fears were often expressed, especially on the East Side; people were very definite about what the waterfront means to them. Tey were worried about change and want reassurance that their view or their access to the waterfront would not be cut off.

Q: Was there much resistance to the project?

KB: The vast majority were positive. There are always NIMBYs, those who say "not in my backyard." But you also have to understand that people are not happy about losing part of their view. Tis problem is somewhat alleviated in that insurance companies are recommending moving ground-floor apartments to higher floors in response to the flood risk.

Q: How can you discuss all the various options with so many people?

12 公園向內(nèi)陸一側(cè)升高的地勢將減少風(fēng)暴潮和洪水的危害/ Te new park, which slopes upward as it moves inland to create a massive landscaped berm will reduce the impact of storm surges and flooding.

KB: We used renderings and physical models to make it easier. We told the participants: There are different possibilities – play around with the parts of the model, as with Lego.

Q: And how do you make sure that the wishes remain in the realm of feasibility?

KB: The costs are determined in a detailed feasibility study. Te central question is: Will the budget support everything we want to realize or do we have to reduce the scope? That's why our concept to reclaim the waterfront and to create resiliency districts is so important – we can invest in phases. The Manhattan waterfront is densely built up.

Q: Where have you found space to build dykes, for example?

MB: Tat's one of the major challenges, because there is very little space indeed. Nevertheless, we decided to plan for the time being using only the available land. If some legal boundaries happen to change in the next ten years or so, one can always reevaluate. We tried to anticipate the future in all of our measures.

Q: From where do you get the confidence that additional funding will be found?

KB: At one time, Central Park was also just an idea. Today the whole world knows it. This gives me the determination and the optimism that in this city one can effect change.

Q: But this will cost a lot of money.

KB: Compared with the damage a hurricane can cause, it is not so much. In the Financial District, which was also flooded, many building owners are now building their own dam. A collective project would be much more efficient. And if our district fares better than the others in the next storm, the insurance companies will pressure the other areas to implement similar measures.